Steven Greene is a 20-year national healthcare system employee with over 10 million members. The medical center in which Steven works is one of 15 in the Northern California Region of the organization and has over 4 million members, 65,000 employees, and 10,000 medical care providers.

Steven started working for this organization as a part-time, non-benefit-eligible administrative assistant. Over the years, he became a full-time employee and returned to school for his registered nursing degree. Most recently, he has been employed as a shift supervisor in the hospital. In this role, Steven has taken the opportunity to participate on committees, projects, and regulatory activities.

His current boss, Kelley Anderson, has noticed his good work ethic, competence, and motivation to be effective in everything that he does. She has encouraged him to return to school for graduate studies because she believes he will be an excellent leader.

Kelley is the chairperson of many committees, and most recently, she has created a new committee, Survey Readiness, which includes all levels of staff, managers, and providers in the hospital. The purpose of this committee is to oversee all activities that might be surveyed at any time by a regulatory or accreditation group. Steven has excelled on this committee, in part due to Kelley's style of having effective interactions with followers.

Discuss how Kelley's leadership style demonstrates aspects of the leader-member exchange theory and which transformational leadership behaviors Steven can demonstrate with continued experience and education.